A modernised learning strategy today means focusing on learning outcomes rather than inputs. Today’s L&D leaders need to respond faster, support learning and performance at the point of need and improve efficiency at the same time. It is not about the technology per se, but many are finding that modernisation cannot be achieved without it.

This is a report to challenge both business leaders’ and learning leaders’ current perception of learning at work and how it can support business transformation.

Building on the evidence established from 3,500 L&D leaders and 15,000 learners gathered since 2003, this study revisits the New Learning Agenda introduced last year and explores how it is being used as a roadmap for modernising learning.

The new report provides independent evidence to support data-driven decision making for L&D leaders. It considers:

The Performance Gap in L&D

Evidence for change

Balancing Organisational and Individual Need

New Models of Learning

Boosting Agility

Throughout the report we explore the skills implications for today’s L&D teams.

To uncover the lessons learned from the top performing organisations, the report looks at the top 10% of performers – those in the top 10% of the Towards Maturity Index – to identify what makes them successful.

Called the “Top Deck,” these organisations are all aligning learning to business; providing their learners with an active voice; supporting learning beyond the course and are proactive in connecting with staff. As a result they are twice as likely to report that they are achieving the benefits they seek and three times as likely to report positive changes in staff behaviour (compared to the average).

Are you looking for specific sector reports from this year’s Benchmark report? Click here

You can download the full report at the bottom of this page.Need to impress a C-level executive? Download our 11-page Executive Summary.

In his foreword, Dr Chai Patel, the Chairman of HC-One provides the business leaders perspective to the findings of this study.

The report draws on data from:

600 L&D professionals from 45 countries

68% UK: 32% international

64% private sector

42% multinationals

74% managerial responsiblity

Uniquely in our Benchmark studies, we also draw on the perspective of over 5,000 learners from our Learning Landscape study. We explore how staff learn what they need to do their jobs, their barriers and motivators for learning online.

Registered users can download the full report and longitudinal trends tables for free by clicking on the link in the related downloads at the bottom of this page. If you are not a registered user, please register here.

Towards Maturity Research can be downloaded for free thanks to the kind support of Towards Maturity’s Ambassadors who share our passion that independent research should be freely available to all.

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About the Benchmark

The Towards Maturity Benchmark Study is an internationally recognised longitudinal study on the effective implementation of learning innovation based on the input of 5,800+ participants and 41,000 learners gathered since 2003. Towards Maturity continuously surveys and studies how people learn at work and the impact this has on organisational performance. By turning data into insights and insights into action, this research is used to help L&D leaders assess and improve the appropriateness, effectiveness and efficiency of their learning provision.

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Our confidential Benchmark is free to utilise and takes 60 minutes to complete (just 20 minutes to update if you have completed it previously). Start your benchmark

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We always talk about the benefits of undergoing Towards Maturity’s Learning Health Check and using statistics to emphasise the effects of benchmarking, but what does its real impact look like on a business? We interviewed Nebel Crowhurst, Head of People Experience at River Island, to find out what role the Towards Maturity Health Check played in helping her develop her organisation into one that facilitates a high-performing learning culture.

This recorded webinar provides a case study from Vodafone and PurpleMedia following their success in designing and implementing a credible and impactful learning solution surrounding diversity and inclusion in the workplace and beyond.

Today, over 98% of organisations are on a mission to transform the impact of their learning strategy and the majority of L&D leaders are focusing on accelerating digital because they believe it holds the key to help more people increase their performance.

In 2018, 93% of learning practitioners wanted to increase employee engagement with learning, but only 27% were successful. With less than a third meeting this goal, it is important to explore how an exemplar organisation turned their learning strategy on its head to achieve just that. Read more about how Mitchells & Butlers teamed up with Kineo to become Gold award winners at Learning Technologies Awards 2018.

More research

In a world in which the nature of work, the workplace and workforce are changing at a relentless pace, organisations must respond to change. In the context of such rapid change Learning and Development (L&D) functions play a vital role. The transformation of organisations demands the transformation of L&D practitioners, however many L&D teams are struggling to change.

This annual report directly follows the publication of The Transformation Curve: The L&D journey to deliver lasting business impact, released in January 2018. Here we discuss barriers in L&D’s transformation journey from the left to the right of the curve.

Drawing on 15 years of experience and independent data from over 700+ L&D professionals, 10,000+ learners and 200+ L&D leaders that took part in our 2018 Leadership Pulse survey, Towards Maturity and Skillsoft set to uncover real evidence to highlight where the best opportunities are to develop leadership capabilities.

The ability to change behaviour through habit creation is crucial to becoming a top performing organisation, particularly as learners have the skills to build new capabilities quickly and ‘unbuild’ old behaviours that are no longer relevant. But how do you actually create habits in the workplace?

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